Written questions by Obese-Jecty.

With reference to page 28 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, what progress he has made in reducing the regulatory burden for defence suppliers.

Small and medium-sized enterprises (SMEs) hold a crucial place in UK defence. They are the backbone of the UK economy and are vital to delivering the innovation, expertise and agility that we need now and in the future. This is recognised in the Defence Industrial Strategy, as well as the Department’s Social Value policy. We work with our largest suppliers through a network of their SME Champions, trade associations and SME representatives to ensure that smaller companies have access to opportunities in our supply chain and that our prime contractors are adopting policies, such as fair payment practices, that support small businesses working in defence. We are also introducing a new SME Commercial Pathway as part of our broader acquisition transformation. Through this pathway, Defence will increase the number of opportunities for SMEs, and make our contracting processes simpler, less onerous and faster. This Government has already announced an ambitious but achievable target to spend £7.5 billion with SMEs by 2028 which will see direct spend increase by approximately £700 million during the next three years, and we will launch a new Office For Small Business Growth to provide SMEs with better access to the defence supply chain, ensuring that thousands of small businesses in the UK, continue to lead the way in developing the world-beating technologies and services that we will need.

What the full scope is of the Light Protected Mobility project.

The Light Protected Mobility sub programme, as part of the Land Mobility Programme, will deliver high mobility protected vehicles that fill the requirements currently met by Foxhound, Jackal, Husky and Panther. This will likely be achieved by modernising existing platforms to deliver greater utility and ability to operate as the host platform for new mission systems.

What the full scope is of the Heavy Protected Mobility project.

The Heavy Protected Mobility sub-programme, as part of the Land Mobility Programme, will deliver a new Heavy Protected vehicle to Army front line forces replacing existing Protected Mobility platforms.

With reference to page 65 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what the (a) scope and (b) criteria are of the new competitions to create long range, cheap and mass-produced one-way attack drones.

The Ministry of Defence (MOD) is working with the Front-Line Commands (FLCs) and across the ecosystem to build on existing uncrewed systems (UxS) delivery. There is significant work ongoing across Defence on the development of UxS as we look to rapidly iterate novel capabilities, learn lessons from Ukraine, support the Government's growth agenda and grow the UK technology sector. A competition for novel uncrewed aerial systems will launch in early 2026. There is a wide spectrum of UxS requirements from across Defence, some are complementary whilst others are bespoke to each Service. The scope and requirement of competitions for will primarily look at range, payload, size and survivability of UxS as required by the FLCs.

Pursuant to the Answer of 3 April 2025 to Question 44144 on Armed Forces: Training, what recent steps his Department has taken to help improve University Officer Training Corps’ OFSTED rating to Outstanding.

The Ministry of Defence is committed to ensuring the highest standards of training and welfare across all its establishments, including the University Officer Training Corps (UOTC) Group and its efforts to achieve an Outstanding Ofsted rating The UOTC was inspected by OFSTED in February 2024, resulting in a GOOD rating, with five key recommendations for improvement. The Combined Individual Training Assurance Team (CITAT) has worked with the UOTC Group to address these areas, and significant progress has been made across all areas. Actions have included enhancing staff training, improving facilities maintenance, streamlining medical clearance processes, mitigating the impact of budget constraints, and centralising quality improvement processes.

With reference to page 46 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to launch a new Apprenticeship and Graduate Clearing System.

Dates have not been confirmed for the launch of the Apprenticeship and Graduate Clearing System. We will work closely with industry, including through the Defence Industrial Joint Council, to develop and pilot this system. Further information will be released in due course.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, last updated on 18 September 2025, CP 1388, what his planned timetable is for the establishment of the Defence Investors Advisory Group.

The Defence Investors Advisory Group has been established, and its co-chairs have been announced as Kerry Baldwin and Sharon White.

With reference to page 64 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, how his Department plans to identify growth opportunities for the defence innovation portfolio operated by UK Defence Innovation.

UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence approaches innovation. We recognise that innovative companies, start-ups and non-traditional defence suppliers have long faced significant barriers when engaging with defence innovation programmes. UKDI will invest in frameworks and initiatives to foster business growth and attract increased investment into SMEs, start-ups, and non-traditional defence suppliers. This approach aims to cultivate a diverse and agile supply chain, ensuring the delivery of cutting-edge capabilities to support national security and defence. Simultaneously, these efforts will align with the UKDI's strategic objectives of advancing the technology sector and driving economic growth.

With reference to page 71 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what his planned timetable is for reducing the burden of Defence Standards and Conditions by at least 50%.

As this work is still in its early stages, a definitive timeline cannot be confirmed at this time.

With reference to page 50 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to establish an offsets model to help attract inward investment.

The Defence Industrial Strategy set out measures to generate greater value from the Ministry of Defence’s procurement spend to boost UK investment, growth and employment making defence an engine for growth. We have launched an offsets consultation on 23 October. It runs for 12 weeks.

With reference to page 42 of the Defence Industrial Strategy: Making Defence an Engine for Growth, last updated on 18 September 2025, what are the existing financing options available for the defence sector.

The UK defence sector has several existing options aimed at supporting innovation, resilience and growth across supply chains. Government options include the National Wealth Fund, the British Business Bank and National Security Strategic Investment Fund. As part of the Defence Investors Advisory Group and the Defence Finance and Investment Strategy Ministry of Defence will work with these entities and as well as wider investment and finance community to find further opportunities for the Defence sector and how barriers to investment in defence can be removed while making the sector more attractive for private investment, including venture capital, private equity and pension funds.

With reference to page 46 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what progress has he made on establishing a Defence Universities Alliance.

The Defence Universities Alliance (DUA) will form a more strategic relationship between defence and the Higher Education sector to support national security and UK growth, building on existing collaborative relationships between the sectors. The Ministry of Defence is currently engaging with Universities UK and the UK’s Higher Education Sector to develop the DUA. There have been a number of workshops with Vice Chancellors of various Universities in the week commencing 21 October which have developed our understanding of the DUA. Further details will be published in due course.

With reference to page 28 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, when he plans to establish a defence competition index.

This Defence Industrial Strategy (DIS) (published on 8 September 2025) sets how we will deliver a more competitive, innovative, resilient and integrated defence sector to make defence an engine for growth. To assess progress against the priority outcomes of the strategy we will consider a range of indicators, including a competition index. This is being considered as part of our DIS implementation plan.

With reference to page 64 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he expects UK Defence Innovation to establish a defence innovation portfolio.

UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence approaches innovation. We recognise that innovative companies, start-ups and non-traditional defence suppliers have long faced significant barriers when engaging with defence innovation programmes. UKDI will invest in frameworks and initiatives to foster business growth and attract increased investment into SMEs, start-ups, and non-traditional defence suppliers. This approach aims to cultivate a diverse and agile supply chain, ensuring the delivery of cutting-edge capabilities to support national security and defence. Simultaneously, these efforts will align with the UKDI's strategic objectives of advancing the technology sector and driving economic growth.

Pursuant to the Answer of 3 April 2025 to Question 44144 on Armed Forces: Training, what recent steps his Department has taken to help improve HMNB Clyde’s OFSTED rating to Outstanding.

The Ministry of Defence is committed to ensuring the highest standards of training and welfare across all its establishments, including HMNB Clyde which was rated GOOD following Ofsted’s most recent inspection. The Royal Navy has reflected on the recommendations made by Ofsted following their inspection of HMNB Clyde and continues to implement improvements as recommended by the Ofsted report. This continues to make HMNB Clyde a safe place for living, studying and working. This has included: implementing new governance structures for learning, as well as care and welfare, and the continued renovation and refurbishment of trainee accommodation and facilities, complementing the wider works to improve HMNB Clyde.

With reference to page 30 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to launch the consultation on the UK offsets regime.

The offsets consultation was launched on 23 October 2025.

With reference to page 21 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, what steps he has taken to help reduce barriers to innovation within the defence industry.

As of July 1, 2025 UK Defence Innovation has reached initial operating capability. UK Defence Innovation (UKDI) represents a fundamental transformation of how the Ministry of Defence (MOD) approaches innovation. We recognised that for too long, innovative companies and start-ups faced significant barriers when trying to engage with defence innovation programmes. The previous landscape was fragmented, slow, and difficult to navigate, which prevented promising companies from scaling their solutions and securing the investment they needed to grow. The Establishment of UKDI consolidates and simplifies structures, creating a clearer pathway for innovation that aligns with the Government's agile state agenda and ensures we can harness the best of British innovation for our defence capabilities. Sat at the heart of the National Armaments Director Group, UKDI will accelerate the adoption of cutting-edge commercial technology in support of Defence’s most pressing strategic challenges. We are drawing upon the success of the US Defence Innovation Unit (DIU) model relevant to the UK Ministry of Defence.

What the full scope is of Project Brakestop.

In response to a Ukrainian demand for additional long-range effectors, the Ministyry of Defence initiated Project BRAKESTOP, which is the development of a new, low-cost, ground launched, 200kg+, cruise missile for Ukraine, with a 600km+ range. The project was initiated in October 2024 with industry engagement followed by an invitation to tender. Full details of the specifications for BRAKESTOP are available via the publicly accessible Defence Sourcing Portal.

With reference to page 71 of the Defence Industrial Strategy: Making Defence an Engine for Growth, published on 8 September 2025, CP 1388, when he plans to begin the targeted sprint on autonomous systems.

The targeted sprint on autonomous systems has already begun, with the initial sprint stage due to conclude in November 2025.

Pursuant to the Answer of 3 April 2025 to Question 44144 on Armed Forces: Training, what recent steps his Department has taken to help improve the Britannia Royal Naval College’s OFSTED rating to Outstanding.

The Ministry of Defence is committed to ensuring the highest standards of training and welfare across all its establishments, including the Britannia Royal Naval College, which was rated GOOD following Ofsted’s most recent inspection. The Royal Navy has reflected on the recommendations made by Ofsted following their inspection of Britannia Royal Naval College, and continues to invest in all areas recommended by the Ofsted report. This continues to make Britannia Royal Naval College a safe place for living, studying and working. This has included: enhancing staff training and support; the renovation and refurbishment of trainee accommodation and facilities; and establishing processes to better identify learning needs and introduce the tailored support needed so that all trainees have an equal opportunity to learn.